10 steps that ensure it isn’t

Often controversial. Often badly done. Often created by big city ad agencies that think a snappy, often ill-conceived strapline and promotional campaign is all that’s required (see some examples below). Or by a local mayor and some councillors over a few beers (yes that has happened). The sensationalist media coverage generated by this kind of bad place branding is usually on the money. Because developing a truly effective place brand and a supporting story that inspires and focuses a community, and helps drive economic growth, immigration and tourism is another thing altogether.

I’ve had the opportunity to lead the development of several successful place brands. I was asked to share my learnings at a tourism conference in Sydney a year or two back. I based this around the 10 things I believe are required to do the job effectively - summarised later in this article.

I learned the most important of these on the first ‘place’ project I worked on, Taranaki, which was controversial before it even started. The first meeting I facilitated was attended by 60 people from councils, iwi, the wider community, the business sector, education providers, sports organisations and the media.

There was open disagreement and at niggle at the outset. Some didn’t believe there was a need for a regional brand. Others felt it would be a waste of money (the project was paid for by Venture Taranaki which is funded by the area’s regional council and district councils). Several attendees from the South Taranaki and Stratford districts believed it would only promote New Plymouth. Iwi attendees were suspicious for a range of reasons. A few well known ‘local stirrers’ who will oppose any number of projects using public money were there to pursue their soap box hobby. And the media smelt a story in the making.

And there I was, a “brand agency wanker from Auckland” as someone referred to me. However, true as that might be, I grew up in the province and knew many in the room. I also believed the solution was obvious - running a transparent and inclusive process. I suggested we apply a staged, consultative approach including representatives of those present with majority approvals from the group at key project milestones before moving onto the next stage. The goal being to ensure that the outcome delivered both consensus and a tangible return on investment. Also, that everyone involved shared responsibility for the outcome. I’ve applied this approach on all place related brand and writing work since.

Each of these projects was complex but they’ve all been successful and stood the test of time. At the heart of each was a core ‘unique’ idea articulated as an umbrella slogan and a ‘place story’ developed with local stakeholders – often groups of 80-100. Combined with the right visual expression, these have provided the basis for hardworking, durable and effective marketing brands. They’ve also helped express the local sense of identity.

Successful place brands articulate ‘something’ people want to be part of

They capture the unique essence of a community, town, city, region or country. They add value and inspire pride. They transcend marketing and advertising. At their best they articulate how we think about ourselves and what makes ‘our place’ unique. They can become part of local parlance – ‘Taranaki Like No Other’, ‘The Mighty Waikato’, ‘Absolutely Positively Wellington’ (before it was allowed to wither on the vine due to a lack of funding and management) are examples.

Defining and articulating a place’s story isn’t easy

Authenticity is key. Without the involvement of local people, influencers and decision makers there will be a disconnect. Such projects easily become a ‘political hot potato’, especially if ‘big city agency guys’ just fly in a corny slogan. Also, it has to be factored in that when it comes to place branding ‘everyone is an expert’. That’s fair enough. Ratepayer dollars are being spent and we are telling the story of the place people call home. So it’s important its development involves as many of the the people it represents as is practical.

There are three types of place branding – two are just window dressing

1. No positioning or unique story – window dressing.

2. Silly slogans and unsubstantiated straplines – window dressing.

3. Differentiated positioning and storytelling developed with community engagement.

There’s something about Taranaki. Locals know. Visitors feel it. A crucible in the forging of
Aotearoa New Zealand’s identity, it’s very existence originates from the legend of a lovelorn
maonga (local iwi spelling) banished to the rugged west coast to stand in proud isolation.
Today the region remains just far enough away, both geographically and in spirit.
Here the past is alive... you can feel it in the air. So is the future. Wild yet excitingly
cosmopolitan, this is the best of heartland New Zealand coming of age.

The place brand and storytelling boxes that need ticking

A successful place brand/story needs to be:

Unique
Ownable
Differentiating
Inclusive
Effective

It needs to work for:

Business
Tourism
Recruitment
Immigration
Investment
Play, entertainment, the arts etc
Education
Community pride/identity

Tone of voice

As with any brand’s written expression, defining the right tone of voice is vital. On each of these projects this was done applying simple, user friendly tools in the stakeholder workshops. This provided agreed criteria for assessing the draft ‘place story’.

So what are key steps to getting place branding right?

Transparent process/goal setting – agreed with key stakeholders at the outset.
Consult, consult, consult – include (or at least invite) everyone who should be involved or might run interference - project owners/funders, councils, influencers, the wider community, iwi, business, tourism, education providers, sport, the arts, media and any well known ‘squeaky wheel’ individuals. Better to “have them in the tent than peeing on it from the outside” as one Taranaki mayor so eloquently put it. Another benefit of this approach is that those involved will become ambassadors and champions of the work because they helped develop it and have to take ownership/responsibility for it.
Well facilitated workshops using the right tools – where possible get all the stakeholders together rather than run separate sessions. This makes a big difference. Present the agreed process/goals, an audit of other place brands/best practice, have a structured workshop agenda including competitor mapping, tone of (written) voice, values and brand personality exercises. Return to this stakeholder group for sign-off of the agreed project milestones (draft story, slogan, visual concepts etc) and for final approval of the work.
Authentic, differentiated story and key messages – create a compelling story that builds on the place’s unique selling point(s). This can be difficult and is the X-factor on these projects. Support/expand on this with a set of clearly defined key messages.
Core Brand Idea/Slogan – create/agree an AUTHENTIC and defendable brand idea/slogan that captures the essence of the story and key messages. As above this is often easier said than done.
Visual Identity/marketing concepts – based on the strategy, story and slogan developed through the consultation process, develop a strong visual identity and marketing concepts to bring the brand to life.
Co-branding – discuss and plan for co-branding/logo badging by councils, businesses, tourism, educators, sports organisations, the news media and by individuals and community groups on social media.
Launch it properly and USE it – any brand needs to be seen (a lot) to become loved/adopted.
Own and manage it – ensure application of the visual brand, story and marketing/ads etc is ‘owned’ by an organisation capable of managing it effectively and managing the local politics among councils (as the election cycle changes those involved) and stakeholders going forward.
Fund it – take a long term strategy to ensure there is appropriate budget to launch, embed, nourish and grow the brand.

Delivering results

I can’t share the financial, tourism, immigration and social impact statistics for the projects referenced in this article but I can confirm each delivered significant growth. In the case of Taranaki I was invited back to tender for a refresh the Taranaki Like No Other brand story in 2021, 10 years after the initial project (we won the opportunity to do this at Principals), proof of the value created by the original investment.

A huge amount of work went into each of these projects. Ultimately the ‘place story’ developed was at the heart of the success that followed, brought to life with strong creative, smart brand management and appropriate (ongoing) marketing budgets.

In each case the brands launched with no media or community backlash. This is another important proof point. Confirming that applying a transparent, well-structured process, combined with insightful, well realised storytelling is a cost effective way to focus and articulate local sense of identity, as well as supporting economic and tourism outcomes.

Final thoughts...

‘Taranaki Like No Other’ has been a great example of how this process and the articulation of ‘place identity’ can have positive outcomes and become embedded. While I WAS the ‘brand agency guy from Auckland’ I’m also a sixth generation Taranaki boy, born in Waitara. This undoubtedly helped at the outset and the experience and credibility earned on the project subsequently helped with other regional brand work.

Being a local I also know that Taranaki bears the inter-generational societal wounds of colonisation and the land wars. And that Taranakians have (like most places) a real pride and sense of identity. However, growing up in the region this was never articulated outside of the local rugby team winning the Ranfurly Shield.

Over the last 15 years ‘Taranaki Like No Other’ has become engrained. It’s part of ‘everyday speak’ in the province. It’s emblazoned on the New Plymouth Airport, seen on murals, on flags that fly outside motels, on event posters, across Facebook and Instagram, on the pitch at Yarrow Stadium and used as the headline and theme for the annual New Year’s Day ‘year in review’ editorial in the regions daily newspaper. That’s more than any corny slogan would ever expect to achieve.

The inclusive process we undertook delivered other important outcomes:

“I’d like to congratulate you for a job done superbly! As a consequence of your perseverance and expertise you shifted paradigms at a number of levels among key stakeholders. This will have a significant effect on the future of our region and how we interact with each other. This has ensured ‘buy in’ by stakeholders, and their ‘ownership’. Nau mai, hoki mai koutou ki Taranaki. Taranaki awaits and welcomes your return visits to Taranaki. Tena koutou, tena koutou, tena tatou katoa.”

Colleen Tuuta
Tangata Whenua Coordinator / Chairperson, TSB Community Trust

Experience has shown me this kind of inclusive approach to strategy and storytelling development works in all kinds of business contexts, not just community and place branding. It also doesn’t necessarily require extensive (costly) consultation, just a pragmatic and common sense approach.

Please feel free to get in touch if you’d like to find out more or discuss your own requirements.

Is place branding and storytelling a waste of ratepayer’s money?